Mothers' psychological contracts: Does supervisor breach explain intention to leave the organization?

Abstract

Recent evidence suggests mothers with infants are leaving the workforce (Cohany & Sok, 2007; Johnson, 2007), but research has not yet clarified why mothers make such a decision. The current research proposes that mothers form psychological contracts including content related to family that supervisors do not fulfill, resulting in intention to leave the organization. In a study of first‐time mothers, participants reported experiencing contract breach. Findings also suggested supervisors may have an opportunity to control the outcomes of breach and retain mothers by effectively managing perceptions of fair treatment (i.e., interactional justice). This is the first empirical research to indicate that mothers' intentions to leave depend on fulfillment of their psychological contracts related to family and fair treatment from their supervisor.

Tackling Taboo Topics: A Review of the ThreeMs in Working Women’s Lives

“…However, as much as 85% of U.S. mothers experience the “baby blues” postpartum, and moods are worsened by sleep disruption for nightly feedings and pain associated with childbirth healing and breastfeeding infections (Bei, Coo, & Trinder, 2015; Gabriel et al, 2018). Notably, coworkers’ negative or inconsiderate reactions to working mothers can exacerbate the woman’s depression postpartum (Botsford Morgan & King, 2012).…”

“…Working women may have to withdraw to manage bodily demands; for example, Gabriel et al (2018) found that women spent roughly 45 minutes per day pumping breastmilk, at an average of 2 or 3 times per day, which is contrary to ideal worker norms of being constantly available. Notably, when women feel supported by workplace policies, they are more committed at work (Botsford Morgan & King, 2012), and organizational support is a key determinant of breastfeeding, which is best for the infant (Gabriel et al, 2018; Spitzmueller et al, 2016). Overall, the hormonal changes of the maternal phase could have benefits and costs, but stereotypes of maternal women are incongruent with ideal workers at this career stage.…”

The paths from insider to outsider: A review of employee exit transitions

“…Maternity leave concludes with a transition back to the workplace. The findings of Botsford Morgan and King (2012) depict this process to be complex, as the perceptions of psychological contract breach were common among first‐time mothers, stoking their intentions to quit rather than return to work. Additional qualitative research indicates that factors such as managerial support, maternal confidence, and work–family conflict influence new mothers' decisions to transition back to their work role (Ladge, Humberd, & Eddleston, 2018).…”

Psychological contract research: older, but is it wiser?

“…Extensions of these research questions include factors that may moderate the strength of relationships between breach and its antecedents and consequences. A wide range of causes of breach have been found to be associated with employee perceived breach, with some of the most common being unsatisfactory human resource practices (Braekkan, 2012), unsupportive line management (Botsford Morgan & King, 2012), downsizing and other kinds of organizational change (Arshad & Sparrow, 2010;Baillien, Griep, Vander Elst, & De Witte, 2018;Conway et al, 2014), and unfavorable social comparisons (Ho, 2005). Perceived breach has also been found to be associated with a long list of putative outcomes, with common ones being job satisfaction, organizational commitment, turnover intentions, and self-reported behavior (for a meta-analysis see Zhao, Wayne, Glibkowski, & Bravo, 2007).…”